Pathway to Success: A Data-Driven Approach to

Strategic Planning at Broward College

J. David Armstrong, President John A. Benz, Chair of the Board of Trustees Dr. Deborah Posner, Associate Vice President

ATD Five Principles

Aspen Institute Criteria and Award Process

Habit 1: Be Proactive Habit 2: Begin with the end

in mind Habit 3: Put first things first

87%

81%

of employees surveyed said they were not held accountable for regular progress on the organization’s goals

had no clear idea what they

should be doing to achieve the

goal

Discipline 1: Focus on the Wildly Important

Discipline 2: Act on the Lead Measures

Discipline 3: Create a Compelling Scoreboard

Discipline 4: Create a Cadence of Accountability

COLLEGE-WIDE POLICIES AND PROCEDURES THAT SUPPORT

STUDENT SUCCESS

EMPLOYEE COMPLIANCE TRAINING

FORMALIZE ADVISOR ASSIGNMENTS

REQUIRED LITERACY COMPONENT

Administration Academic and Student Affairs Degree Programs

UNIT-LEVEL OUTCOMES

STRATEGY

1 Report on Last Week’s Commitments

2 Review and Update Scoreboard

3 Make Commitments For Next Week

1

2

3 WIG MEETING

1 Report on Last Week’s Commitments

2 Review and Update Scoreboard

3 Make Commitments For Next Week

WEEKLY MEETING LEAD MEASURE

9 10

11 12

13

LAG MEASURE

9 10 11 12 13

SCOREBOARD

2016-2017 Strategic Plan Draft

2015-16 Performance Funding Model

2016-17 Strategic Plan Dashboard

2016-17 Strategic Plan Dashboard

STAT: Strategic Tracking and Accountability Tool

2016-17 Weekly Lead Measure Dashboard Example

2016-17 Weekly Lead Measure Dashboard Example

Community College Research Center (CCRC) and the AACC Pathways Project

2015-2016 Strategic Plan Performance

• Academic Success Centers

• Sweet 16 Course Success Rates • Developmental/Gateway English

• Seahawk Support

• Professional Development

• Foundation Scholarships

• Community Partnerships

2015-2016 Performance Highlights

Unit-Level Planning and Assessment

SMART Goal Examples

Complete In Progress Not Started

ADMINISTRATION Office of the President and Office of Advancement Legal Department, Public Policy and Government Affairs Financial Operations Human Resources and Equity Operations Information Technology Institutional Planning and Effectiveness Public Affairs and Marketing

ACADEMIC AND STUDENT AFFAIRS North Campus Central Campus South Campus Online Campus/Willis Holcombe Center Bachelor Programs Career and Technical Education, Continuing Education, and Workforce Development District Academic Affairs Division of Student Affairs Institutional Research

Institutional Effectiveness

DEGREE PROGRAMS Arts, Humanities, Communication, and Design Business Accounting Office Management Paralegal Studies Digital Media Marketing Hospitality Management Early Childhood Education Exceptional Student Education Middle Grades Education Secondary Education Dental Emergency Medical Services Medical Technology Radiography/Radiation Therapy Nuclear Medicine Physical Therapy Assistant Medical Assisting Vision Care

Massage Therapy Respiratory Care Pharmacy Technician Nursing RN to BSN Institute for Public Safety Automotive Technology Marine Engineering Aviation Aircraft Mechanics Building Construction Industrial Management Technology Supply Chain Management Computer Networking Computer Programming Environmental Science Technology Information Technology Social Behavioral Sciences and Human Services

Institutional Effectiveness Complete In Progress Not Started

Institutional Effectiveness Outcomes

• Performance Funding Model Metrics State

• Strategic Plan Success Measures College

• Institutional Effectiveness Outcomes Unit

• Goals and Performance Appraisals Individual

Goa

l Alig

nmen

t

2016-17 Pay for Performance Plan $

Goa

l Alig

nmen

t

PERFORMANCE RANGE

PAY ADJUSTMENT

1.0% Increase

.75% increase

.5% increase

.25% increase

0% increase

Goal 1 = 1% 1.51 – 2.0% increase

1.01 – 1.5% increase

0.51 – 1.0% increase

0.01 – 0.5% increase

No increase

Goal 2 = 1% 1.51 – 2.0% increase

1.01 – 1.5% increase

0.51 – 1.0% increase

0.01 – 0.5% increase

No increase

Goal 3 = .5% N/A N/A 30,000 or greater

29,400 – 29,999

Less than 29,399

NOTE: Maximum potential performance pay increase of 2.5% for all non-bargaining unit employees.

2016-17 Pay for Performance Plan $

President’s Annual Performance Evaluation

Timeline: Planning, Budget, IE, HR, Program Review

January

Compile data using

Summer, Fall, and

early Spring terms; Prelim IE Findings

February

Develop Strategic Plan draft

and Budget Proposal

March Present Strategic Plan Draft

and Budget to BOT

May-June

Final IE Findings &

Assessment Plans; Final Budget & Strategic

Plan to BOT

July-Sept Program Reviews

Completed; HR

Appraisals; IE Actions

SACSCOC Alignment

Five-Year Strategic Plan (2012-2017)

Ten-Year SACSCOC Reaffirmation Site Visit

Five-Year Strategic Plan (2018-2023)

Fifth-Year SACSCOC Interim

Report

Five-Year Strategic Plan (2023-2028)

Ten-Year SACSCOC Reaffirmation Site

Visit

2014 2019 2024

Ten-Year SACSCOC Reaffirmation Site

Visit

Ten-Year SACSCOC Reaffirmation Site

Visit

Fifth-Year SACSCOC Interim Report

Five-Year Strategic Plan (2012-2017)

Five-Year Strategic Plan (2023-2028)

Five-Year Strategic Plan (2018-2023)

Dimensions of Performance Tracking

Campus-based to Pathways/Program

based

Trends over time

Peer benchmarking

Major Policy Changes

Pathways reorganization

Pay for Performance Policy

Faculty Evaluations, Continuing Contracts, and Pay

Resource Allocation

Student and Financial Services: Withdrawal and Standards of Academic Progress (SAP) Policies

Industry Certification Incentives to Programs

Institutional Planning and Effectiveness Cycle

Plan

Budget

Act

Assess

Analyze

Report

Mission

1. State (Performance Metrics) 2. Institutional (BC Strategic Plan & WIGs) 3. Unit/Program (IE Plans & Outcomes) 4. Individual (Goals & Appraisals)

Stra

tegi

c G

oals